Tag: experience economy

Standing in the outfield of a giant baseball stadium under the glow of more than 40 video walls and monitors, the lead singer of the rock group U2 aimed his remote up at the screens and flipped from station to station while tens of thousands of concert-goers screamed and cheered. It was the fall of 1992. CNN had just made history with the first live video coverage of a war, and somewhere in a computer lab at the University of Illinois – in a town that could have comfortably fit its entire population in the sports stadium – researchers were about six months away from launching the first graphical Web browser.

The hundreds of channels on cable TV were about to be dwarfed by millions of Web pages. The mass media that was able to send one message to an entire planet all at the same time and had defined a shared American experience for more than a half century was about to be replaced by communication technology that would blend the telephone with the television and the postal service and the printing press to form a decentralized network of news and information that would allow every – or everyone with a computer and Internet access – to talk to everyone else all at the same time.

The online news audience doesn’t spend an average of 35 minutes every day because they need another glowing box. News organizations that aren’t committed to giving their audience something fundamentally different should quit throwing money at their Web site and start re-investing in legacy media.

They didn’t come all the way out here to watch TV. Stop giving them a news product. Let them visit news experience. They’ll pay for that.

News broke this week that the Times Publishing Company is putting my former employer, Congressional Quarterly, up for sale. This immediately prompted a small Twitter storm from current and former CQ staff about the need to protect and preserve … faithfully … the company’s mission.

It also prompted a small Twitter storm among online news gadflies about the future of the non-profit business model for news.

For me, the news was a reminder that the genius of CQ is that it has been able to turn a low-value commodity and resell it as a high-value service. To grow the business, its next owner will need to understand that and look for ways to evolve CQ from a service to an experience.